Journal of Xi'an University of Architecture & Technology

A Study on-“Cultural obstacles faced in Human resources for Development of Entrepreneurs in Job

Consulting Firm, New Delhi”

Dr Anjali Singh, Assistant Professor

Faculty of Commerce and Business Studies

MANAV RACHNA INTERNATIONAL INSTITUTE OF RESEARCH AND STUDIES

ABSTRACT

Globalization is rapidly growing and people are becoming increasingly multicultural. In the life of entrepreneurs,

cultural backgrounds play a vital role. Entrepreneurs start businesses, and as they grow, a nation's society and

economy also grow. Corporate development is also important for the conduct of the entrepreneur. Friends, family

and co-workers also support the entrepreneur moral and helps them financially to take risks and develop new ideas.

Global workforces have increased pressure on human resource managers and entrepreneurs to identify and adapt to

cultural differences; if this is ignored, cultural misunderstandings may occur. Human resources are an organization’s

most valuable asset. As a result of globalization, global companies are forced to restructure companies to achieve

constant demand changes. As a result of globalization, employees are increasingly multicultural. The diversity and

importance of multicultural employees is important to ensure better management of human resources.

Culture is a system of knowledge, beliefs, values, attitudes, and norms that is learned and shared. As a result, culture

encompasses a massive amount of behavior. Because of globalization, individuals and organizations’ day-to-day lives

are becoming more diverse. Cultural differences and challenges are becoming a part of the organization, which has

an impact on the development of entrepreneurship. Managing multi-cultural initiatives assists an organization in

maintaining a competitive HR advantage through improved corporate culture and effective entrepreneurial

development; it also allows the organization to expand into emerging markets. This study mainly focuses on A Study

on- “Cultural obstacles faced in Human resources for Development of Entrepreneurs in Job Consulting Firm, New

Delhi”

Keywords: Cultural obstacles, workforce diversity, Entrepreneurs, Emerging markets ect.

Introduction

Knowledge is an important competitive factor and one of the most valuable assets of business. It continues to evolve

while the individual and the organization adapts to external and internal influences. Almost every country in the

current scenario suffers from ever-changing economic challenges, so the concept of generating significant business is

a protuberant goal for every country's government. Many researchers have stressed the importance of

entrepreneurship development in the country's economic aspect (Davidson et al, 2006). No one person can set up a

company on his own.To achieve the desired purpose of the organization, an entrepreneur needs help from others.

The entrepreneur must therefore follow the process of managing human resources.

Journal of Xi'an University of Architecture & Technology

Volume XIII, Issue 6, 2021

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Page No: 618

One of the most important tasks for an organization with Human resources and a keen eye for entrepreneurial

strategies is to recruit the necessary personnel, to employ peopl

employees in order to help the company grow and grow.It's not an easy job (Philippe and Thelma, 2006). As business

enterprises grow, human resources practices

subordinate authority must be distributed in order to produce efficient results (Pugh et al., 1976; Kotey and Slade,

2005; Flamholtz, 1995). The human resources management process is therefore a support to effectively and

efficiently perform entrepreneurial activities (Covin and Slevin, 1991).

Culture Importance in Human resources and Entrepreneurship development

The culture of the company is crucial to each company's success. A strong culture can contribute to the development

of employee experience and can help to prevent employee burnout. As culture is constantly changing, the problem is

often the case when it comes to most things relating to H

continue to be rapidly globalised, the managers' und

cross-cultural communication has become critical, so that conflict does not arise if the company is internationally

operating (Mba, 2015).

If an organization enters into unfamiliar and foreign operational environments with practices often very different to

the host country, culture, social responsibility and local employee operation are inevitably at odds. Managers often

have improved knowledge and cross

consequently conflicting behaviors. Cultural clashes are greatly influenced by aspects such as the changing global

market and the company structures when companies become international.Earley a

the acceleration of European economic integration, leading to more mobility not only of companies but of people,

has been achieved by open borders, harmonization of business regulations,

business regulations. Structures of companies have also begun to move into more dynamic and flexible, team

organized structural models that are more globalised in the corporate world.

an organization with Human resources and a keen eye for entrepreneurial

is to recruit the necessary personnel, to employ people, to influence them for their tasks and to keep


practices must be more formal, complex, systematic or meth



trepreneurial activities (Covin and Slevin, 1991).

in Human resources and Entrepreneurship development


ence and can help to prevent employee burnout. As culture is constantly changing, the problem is

often the case when it comes to most things relating to Human Resources.As markets and consumer activities

continue to be rapidly globalised, the managers' understanding of decision-making, intercultural negotiations and

communication has become critical, so that conflict does not arise if the company is internationally

enters into unfamiliar and foreign operational environments with practices often very different to


have improved knowledge and cross-cultural communication capability to mitigate these differences and


market and the company structures when companies become international.Earley and Gibson (2002: 15) report that


has been achieved by open borders, harmonization of business regulations, strategic management, as well as by

business regulations. Structures of companies have also begun to move into more dynamic and flexible, team

organized structural models that are more globalised in the corporate world.

an organization with Human resources and a keen eye for entrepreneurial

e, to influence them for their tasks and to keep


must be more formal, complex, systematic or methodical, and




ence and can help to prevent employee burnout. As culture is constantly changing, the problem is

.As markets and consumer activities

making, intercultural negotiations and

communication has become critical, so that conflict does not arise if the company is internationally

enters into unfamiliar and foreign operational environments with practices often very different to


ral communication capability to mitigate these differences and


nd Gibson (2002: 15) report that


management, as well as by

business regulations. Structures of companies have also begun to move into more dynamic and flexible, team-



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Some members of a firm, from different countries, business locations and organisational teams can be "formed and

disassembled and renovated to respond rapidly to changing business needs" (Earley and Gibson 2002: 19). The role

of culture and cultural diversity is important and valuable for the organisation in this context. The ideals of

structuring the employee relationships in modern corporate jobs are dominated by efficiency and

competitiveness.When problems and tasks are to be tackled, particularly in a multicultural workplace, the main

conflict is communication and communication of ideas (Angouri & Glynos, 2009). Such a breakup is a threat to the

competitiveness of the organizations. The way in which the communication takes place is cultural differences, the

capacity structure of that particular culture and the view of working teams can easily impede the efforts of teams to

finalize jobs and solve major problems.Substantial cultural research argues that "problems or conflicts are expected

only if distinct cultures come into contact" which is why organizations have to address this particular conflict.

International management practices in this area therefore have become highly influential. These differences in

culture have already been researched and influenced by Hofstede, Adler and Trompennars' work.

Entrepreneur, from fostering social change to driving innovation, is important for a number of reasons.

Entrepreneurship development is often regarded as national assets for the greatest possible cultivation, motivation

and remuneration. Some of the most developed countries, such as the US, are world leaders because of their

forward-thinking innovation, research and entrepreneurship. Great entrepreneurs are able on a local and national

basis to change how we live and work.If their innovations successfully improve living standards, they also create jobs

and contribute to a growing economy, in addition to creating wealth by entrepreneurial enterprises. It should not be

underestimated the importance of entrepreneurship.

Entrepreneurship development is important because it has the ability not only to employers, but also to related

businesses to improve standards of living and create wealth.A cascading effect can be achieved in the form of new

products and services developed by entrepreneurs that encourage related businesses or sectors that need the new

venture to support economic development. Business ventures help build new wealth. Existing companies can remain

confined to current markets and reach a revenue limit. New and improved entrepreneurial products, services and

technology can develop new markets and create new wealth.In addition, higher employment and earnings

contribute to higher tax revenues and government expenditures to better national incomes. The government can use

this revenue to invest in other sectors and human capital in difficulties. Eventually, the government can reduce the

blow by redirecting surplus wealth to retrain workers, although it may have some existing players. Entrepreneurs are

breaking away from tradition and reducing reliance on obsolete systems and technologies by offering unique goods

and services.

This can lead to better quality of life, morality and economic liberty. Smartphones and apps have revolutionized work

and play around the globe for a more contemporary example. Smartphones are not exclusive to rich countries and

individuals, as more than 5 billion people worldwide have mobile devices. The Smartphone industry's growth can

have a profound and long-term impact on the world with technological entrepreneurship.Furthermore, technology

globalization means that entrepreneurs in developing countries have access to the same instruments as their

counterparts in developing countries. They also have the advantage of lower living costs so that a young

businessman from a developing country can compete with the existing product of a developed country worth several

million dollars.

In order to foster business development, regulation plays a key role. For policymakers and business owners it is

important to understand the relationship between entrepreneurship and economic development. Understanding the

advantages and disadvantages of enterprise can lead to a balanced approach to entrepreneurship which can have a

positive economic and social impact. The concept of human resources management and entrepreneurship is

recognized in its own right. However, the inclusion of the studies is a current AJE Amity Journal 69 ADMAA Volume 3

Issue 1 2018. (Katz et al., 2000).



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The operating activities are seen as important management activities which can influence the outcome of

entrepreneurship Human resources management practices (Morris & Jones, 1993). The 2003 START survey shows

that over 45 percent of entrepreneurs consider HRM one of the three primary areas of management to be

considered so that it can grow and develop properly. START (System for analysis, research and training) HRM and

business have both practical and academic relevance and inferences (Dabic, 2011).Effectiveness in managing Human

Resources can be determined and influence the results of any business, i.e. success or failure, particularly of

businesses (Katz et al., 2000).

Literature Review

As aforementioned, entrepreneurship development and cultural challenges in human resources are interdisciplinary

concepts. Economics, psychology, sociology, anthropology, management, and finance were among the disciplines

studied. Each discipline has a unique way of viewing and analyzing entrepreneurship. This study reviews both the

theoretical and empirical literature on women's entrepreneurship in the process of economic development. This

literature review on various aspects of the current topic is presented in the following manner.. 2 Kothari, C. R (2009),

Research Methodology: Methods and Techniques (New Age International: New Delhi), pp. 13, 36.}

Kulvir Singh, Motivational Empowermentand Growth Strategies in making Informal Groups into Entrepreneurs and

Leaders, 2019,

Since the emergence of and revolution in the Industrial, Agriculture, and Services sectors from the twentieth to the

twenty-first centuries, and the incremental growth seen in all of these sectors over time, the general belief of all

stakeholders in Formal and Informal Groups has been that the Formal Economy is the only way forward for security

and inclusiveness. It has only been in the last few decades that the emergence of informal groups aspiring to

positions of leadership and entrepreneurship has changed and rewritten the way business is done or inclusive

growth is perceived.This has literally put a stop to the traditional mindset and school of thought that informal groups

venturing into leadership positions and entrepreneurship are out of date. The Informal Groups recognize that their

collaborative effort aims to achieve self-sufficiency as well as personal economic prosperity. People in informal

groups can be compared to the Bonsai Tree, which promotes the concept of Union is Strength and how coming

together can improve everyone's financial, cultural, social, and personal fortunes.

Rasika Arun Vaidya, Nurturing talent skills developing model for successful entrepreneurship, 2018,

How can entrepreneurship among young people be promoted is the principal objective of this research? What are

the key parameters to consider in developing strategies? Is education an important part of the business model

development? Do universities and colleges empower young people for the various types of business. Studying

various types of business people Not only business entrepreneurs, social entrepreneurs, but the new trendy

entrepreneurs, digital entrepreneurs, are also being touched. The aim is also to study various business plans.How can

vision and mission be determined Does that help them in the enterprise? Business requires various qualities, some of

which are built as mind presence. Some can be developed. Research tried best to find necessary tactics, skills and

skills in various case studies. Research has also sought to discover various business plans through which successful

new generation companies can be developed. It was also aimed at discovering government institutions that have an

impact on business or no new external political environment.

Honnurswamy,Nayakara, Entrepreneurship And Small Scale Industrial Development A Study In Hyderabad

Karnataka Region, 2017

Small businesses play a prominent role in a developed economy, because their success largely hinges on the skills

and talents of the entrepreneurs and promotes the process of industrialization. The need to foster entrepreneurial

talents as an inadequate supply from entrepreneurs, constrains rapid industrialization process and supports

economic development is imperative to make the small-scale industry more dynamic in speeding up industrial

growth to facilitate larger generation and expansion of output.Business development hinges on the entrepreneurs'

ambitions and aspirations to undertake economically sound and broad-based industrial activity, while at the same

time improving entrepreneurs' ability to use resources. Enterprise development and entrepreneurial quality are also

impacted by the socioeconomic and cultural situation and background of entrepreneurs.



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M.R.S. Surya Narayana Reddy, Impact of general climate HRD mechanism and octapace culture on employee job

satisfaction in select cement companies of rayalaseema region a p, 2019

The HRD climate and the composition of three structures: general climate, OCTAPACE culture and HRD mechanisms.

In any organization, the productivity, commitment, job satisfaction and overall performance are heavily influenced.

In addition, an organization's better HRD climate helps the employees to gain the required skills and motivates them

to carry out their present and future tasks. It also offers scope to improve your skills and in turn helps to boost your

organization's growth and development.

The HRD climate and the composition of three structures: general climate, OCTAPACE culture and HRD mechanisms.

In any organization, the productivity, commitment, job satisfaction and overall performance are heavily influenced.

In addition, an organization's better HRD climate helps the employees to gain the required skills and motivates them

to carry out their present and future tasks. It also offers scope to improve your skills and in turn helps to boost your

organization's growth and development.It must be an agreement on the part of the HR division to establish an

ongoing tradition of bringing employees' skills together in order to support them in all respects. HRD plays a major

role in the development of cooperation and the efficiency of employees. Each organization must therefore use

effective or efficient HR practices to a good HRD Climate.

Carville, Shuchi Parashar, A study on the impact of leadership practices on organizational culture organizational

commitment and work motivation, 2019

For more than six decades, the study of leadership practices and their impact on organisations has focused on

organisational behaviour and human resources management cycles. Leadership practices were often linked with

improved human resources management, time and organisational asset management. In many studies, leadership

practises are even linked with greater work force performance and increased productivity in organisations.

In particular, the business process management and information technology enabled services industry, this study

aims to understand the impact of leadership practises on the organisational culture, the organisational commitment

and work motivation of this sector. Leaders and managers of employees usually play a major role in developing work

culture, commitment and motivations and influence the behaviour, attitudes and outlook of employees. Positive

leadership practises sometimes led to a more engaged workforce and generally better working conditions for

employees and even to the level of retention of talent in companies.

Alexe & Alexe (2018)

There has been a study of organisational cultural differences between IT and manufacturing in Romania. The study

shows that IT management emphasizes the development of those features necessary to develop a comprehensive

and inclusive culture in comparison with their partners. On the other hand, if employees are less motivated to do

business, the manufacturing sector is not at risk.

Srivastava, Rajlaxmi, A study of relationship among organizational learning culture learning agility and employee

retention in Indian it sector, 2020

Agile employees are not only crucial for employers, because they can adapt to market changes by improving their

skills and learning something new, but also for employees, which are a primary indicator of professional mobility that

can lead them to create opportunities and decide how, where and when they work (McGuire et al., 2009). Previous

studies have shown that the transformation of companies sometimes worsens due to the lack of appropriate

corporate culture. Therefore companies must focus on retaining these agile employees in order to maintain the

competitive advantage by providing them with an important corporate education culture.

An OLC encourages employees to improve their knowledge, learn new technologies and improve their skills following

the changes in their environment. They also endorse, stimulate and facilitate employees' knowledge to be learned,

diffused and shared by means of internal integration and external adaptation, thus enhancing employees' agility to

learn about themselves, others and organization.



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Garima, Social entrepreneurship education in India An exploration and emperical validation, 2017

The continuing existence of multidimensional poverty, unemployment, analphabetism, hunger, child marriage and

other social crises in India, despite best efforts by government and other organisations, indicate that the growth of

the developmental players in society is far too remote from inclusive. Thus the welfare state of the future requires

people to be proactive in the integration of society, rather than assigned only to governments and other NGOs. This

is where social entrepreneurship or social entrepreneurs take shape.They are thought to be in a position to change

things. In fact, social entrepreneurs, by setting up new organisations which serve a multitude of social needs, have

become the avant-garde for worldwide transformation, thus improving the quality of living and increasing human

development globally. They have demonstrated that innovative, persistent and sustainable results in the context of

entrepreneurship can tackle the most critical social issues.

Fahad Awad Aber Sawaean, Khairul Anuar Mohd Ali , The impact of entrepreneurial leadership and learning

orientation on organizational performance of SMEs: The mediating role of innovation capacity, 2020

SMEs must understand how business leadership can affect the performance of the organization. The way business

leaders restructure organisations to take advantage of new opportunities and to improve the competence of

organisations to develop the required range that enables them to participate in a highly impermissible environment

is entrepreneurial leadership. The design of production processes is expected to be upgraded to entrepreneurs

through creative practices or the use of novel methods to manufacture existing products, exploring unused materials

sources and developing new outlets for goods and services.In order to achieve this, entrepreneurs should adopt

specific management philosophies and methods which make it possible to incorporate knowledge into new

processes, products and operations. Learning orientation is generally the development of new knowledge or insights

that can influence behaviour through ideas and values. Learning guidance involves the acquisition, dissemination and

application of knowledge; it is an efficient mechanism to generate new ideas that create capacity for organisational

innovation.In order to assess and analyze how these variables affect organisational performance, a better

understanding of the dynamics between entrepreneurship, learning guidance and innovation capacities is essential.

Rossella Canestrino, Understanding social entrepreneurship: A cultural perspective in business research, 2020

This study investigates the cultural drivers of social enterprise (SE) in order to examine the effects of global

leadership and organisational comportment effectiveness (GLOBE). As data sources, the GLOBE project and the

Global Entrepreneurship Monitor were employed. The selected countries were clustered with cultural values,

regional membership, and economic development levels. For the whole sample and each of the three clusters, the

correlations between the values and the operating SEA have been checked.Positive links between the 'gender

Egalitarianism' and the narrowly defined operational SEAs, while the relationship between the 'In-group Collectivism'

and the operational SEA was partially verified between the 'In-Ground Uncertainty Avoidance' and the above

mentioned SEA were confirmed for all countries. Research findings indicate that culture is not enough to justify

national variations in SE rates.

Baltaci, Ali, Relations between Prejudice, Cultural Intelligence and Level of Entrepreneurship, 2017

The objective of this study is to determine the mediating role of prejudice in the connection between school leaders'

cultural intelligence and the level of entrepreneurship. The study was designed to be classified as correlation

research. This study was conceived by a quantitative method of research. 642 headmasters are in the universe of this

study. This study reached the whole universe, using a technique of "complete counting." Correlation and hierarchical

regression analysis examined relationships among the variables of this study. The findings have demonstrated the

positive relationship between cultural intelligence and prejudice and entrepreneurship.

The prejudice between cultural intelligence and the level of entrepreneurship is totally mediated by the hierarchical

regression analysis. The positive relation between cultural intelligence and harm has been first identified and

exceptional data for literature are provided by this finding. The first studied examines the relationship between

entrepreneurship, prejudice and cultural intelligence. This research was particularly important. The findings are

useful to the literature in education and organization, but in practice, they offer a choice for schools to engage in

business.



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Need and Significance of the Study

This research is being carried out to better understand what an organisation is and what must be done to decrease

the cultural obstacles and increase entrepreneurial development. An organisation is a common platform where

individuals work together to earn profits as well as a living for themselves. Every organisation has its own working

style, which often contributes to its culture; in this case, we are referring to a Job Consulting firm in Delhi. This

company's culture is formed by its beliefs, ideologies, principles, and values. The workplace culture governs how

employees interact with one another and with people outside the organisation. The way employees interact at work

is determined by the culture. A positive culture encourages employees to remain motivated and loyal to

management.

The Entrepreneurial Development training program teaches aspirants how to set goals for their businesses and work

independently. Understanding the objectives is critical because a business begins and grows gradually by meeting

the set objectives. The training also aids in the identification of qualified professionals who are committed to

achieving business objectives. Achieving goals is a skill that entrepreneurs can learn. It is critical for any aspiring

entrepreneur to gain a broad understanding of the industry in which they are working, as well as identify the

competition and current trends in it. As a result, vision develops as a result of education and training. ED provides

entrepreneurs with the necessary skills.

The workplace culture also plays an important role in promoting healthy competition. Employees strive to

outperform their coworkers and earn the recognition and appreciation of their superiors. It is the workplace culture

that actually motivates workers to accomplish. The aspiring entrepreneurs are well-educated, but they lack the

discipline needed to launch a business. The entrepreneurship development prograe teaches them the value of

entrepreneurial discipline in developing a sense of responsibility in them.

Objectives of the Study

The objectives of the study are:

1. To study and identify the Cultural obstacles faced in Human resources for Entrepreneurship development in

a Job consulting firm in Delhi.

2. To assess the cultural challenges associated with the Entrepreneurship development strategies.

3. To identify factors to improve Human resources cultural practices for Entrepreneurship development.

4. To provide suggestions for an effective Entrepreneurship development practices, keeping Cultural aspects

in mind.

Research Methodology

The validity of any research depends on the systematic method of collecting data, and analyzing the same in a

sequential order. In the present study, an extensive use of primary and secondary data was made.

Design of the Study

The research design constitutes the blue print for the data collection, measurement and analysis of data. It is the

overall operational pattern or the framework of the research that stipulates what information is to be collected from

various sources and procedures.

The descriptive research design has been employed for the present study.



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Sampling Design

For the present study the sample design has been chosen by adopting

structured questionnaire.

Q 1) AGE OF THE RESPONDENTS

From a total of 16 respondents, we analyzed that our survey conducted

Consulting firm in Delhi. Thus, most of our respondents were from age group

by age group 40 to 60 with 13% and 25 to 40 being the least with 6% of total population.

Q2) EXPERIENCE OF RESPONDENTS IN YEARS

The above pie chart indicates that the experience range in the Job consulting firm in Delhi used to conduct the

following survey depicts that the majority of the employees are having an experience of 1 to 5 years with a t

81%. The next set of experience is amongst 5

segment includes employees with an experience of 10 plus years which concludes to 13% of the population.

6%

6% 13%

For the present study the sample design has been chosen by adopting Systematic samplingtechnique

RESPONSE ANALYSIS

we analyzed that our survey conducted; varies amongst different age groups at

. Thus, most of our respondents were from age group 18 to 25 with 81% of the rest

25 to 40 being the least with 6% of total population.

ERIENCE OF RESPONDENTS IN YEARS


following survey depicts that the majority of the employees are having an experience of 1 to 5 years with a t

amongst 5 to 10 years with a total of 6% of the total population


81%

13%

AGE

18-25

25-40

40-60

81%

13%

Experience

1-5 Years of Experience

5-10 Years of Experience

10+ Years of Experience

technique through a

varies amongst different age groups at Job

1% of the rest, followed


following survey depicts that the majority of the employees are having an experience of 1 to 5 years with a total of

to 10 years with a total of 6% of the total population. Finally the last


5 Years of Experience

10 Years of Experience

10+ Years of Experience



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Q 3) Which one of the following is a cultural obstacle in your organization according to you?

The above chart indicates as to which amongst People, leadership, Compensation, Organizational culture and HRM

policies is a cultural challenge in the organiza

selected and felt that the biggest cultural obstacle for their organization is Organizational culture with

followed by the People factor that includes 40% of the total pop

HRM policies both are also a factor that depicts 20% each for the population. The least

compensation with 6.7% of the total population

Q4) Which factor do you think is best for your

The following chart depicts the factor that is most preferred for

As we can see, Education and training is the most preferred strategy with a total p

population. The next most preferred Entrepreneurial development strategy is the culture of the organization with a

total of 31.3% of the population marking it as the second best. The least preferred factor of development of

entrepreneurs is Human capital and workforce with the lease percentage of 18.8% from the total population.

Q 3) Which one of the following is a cultural obstacle in your organization according to you?


policies is a cultural challenge in the organization. As the chart clearly depicts that most of the respondents have

selected and felt that the biggest cultural obstacle for their organization is Organizational culture with

that includes 40% of the total population. Few respondents felt that Leadership and

HRM policies both are also a factor that depicts 20% each for the population. The least preferred

compensation with 6.7% of the total population.

Q4) Which factor do you think is best for your organization in terms of Entrepreneurship Development?

The following chart depicts the factor that is most preferred for entrepreneurial development

As we can see, Education and training is the most preferred strategy with a total percentage of 50% of the

The next most preferred Entrepreneurial development strategy is the culture of the organization with a


eneurs is Human capital and workforce with the lease percentage of 18.8% from the total population.


tion. As the chart clearly depicts that most of the respondents have

selected and felt that the biggest cultural obstacle for their organization is Organizational culture with a total of 60%,

Few respondents felt that Leadership and

preferred factor was

organization in terms of Entrepreneurship Development?

for the organization.

ercentage of 50% of the

The next most preferred Entrepreneurial development strategy is the culture of the organization with a


eneurs is Human capital and workforce with the lease percentage of 18.8% from the total population.



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Q5) Communicationbetweendepartmentsisveryopen.

The above questions asked the respondents to rate the communication between departments. The chart clearly

indicates that the majority of the population feels that the communication is somewhat open 40% and neutral but

there is scope for improvement. 20% of the population is extremely satisfied with the organization communication

channel between departments whereas, 6.7% of the population feels utterly dissatisfied

between departments and feels t is closed

Q6)Communicationchannelsareveryopenhereamongemployees.

The above questions asked the respondents to rate the communication between

indicates that the majority of the population feels that the communication is open

scope for improvement. 25% of the population is extremely satisfied with the organization communication channel

between employees whereas, 12.5% of the population feels dissatisfied

employees and feels it is closed.

Communicationbetweendepartmentsisveryopen.



f the population is extremely satisfied with the organization communication

whereas, 6.7% of the population feels utterly dissatisfied with the communication

between departments and feels t is closed.

veryopenhereamongemployees.

The above questions asked the respondents to rate the communication between employees

indicates that the majority of the population feels that the communication is open 37.5% and

% of the population is extremely satisfied with the organization communication channel

% of the population feels dissatisfied with the communication between



f the population is extremely satisfied with the organization communication

with the communication

employees. The chart clearly

% and satisfied but there is

% of the population is extremely satisfied with the organization communication channel

with the communication between



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Q7) Thisorganizationisverysupportiveof

The above questions asked the respondents

indicates that the majority of the population feels that the

of the total population feeling satisfied with the same

organization communication channel

dissatisfied and feels that the organization does not support cultural changes.

Q8) Most people in this organization are encouraged to make suggestions forimprovement.

The above questions asked the respondents

improvement or asks feedback. The chart clearly indicates that the majority of the population feels that the

organization encourages them to make suggestions for any improvement or asks feedback, they also are sa

with a total population percentage of 37.5%

encourages them to make suggestions for any improvement or asks feedback.

Q7) Thisorganizationisverysupportiveof cultural change.

The above questions asked the respondents if their organization is supportive of cultural changes

indicates that the majority of the population feels that the organization is supportive of cultural changes with 46.7%

of the total population feeling satisfied with the same. 40% of the population is extremely satisfied with the

organization communication channel between departments whereas, 6.7% of the population

and feels that the organization does not support cultural changes.

Most people in this organization are encouraged to make suggestions forimprovement.

The above questions asked the respondents if their organization encourages them to make suggestions for any

. The chart clearly indicates that the majority of the population feels that the

organization encourages them to make suggestions for any improvement or asks feedback, they also are sa

with a total population percentage of 37.5%. 31.3% of the population is extremely satisfied with

encourages them to make suggestions for any improvement or asks feedback.

if their organization is supportive of cultural changes. The chart clearly

organization is supportive of cultural changes with 46.7%

% of the population is extremely satisfied with the

whereas, 6.7% of the population feels utterly

encourages them to make suggestions for any

. The chart clearly indicates that the majority of the population feels that the

organization encourages them to make suggestions for any improvement or asks feedback, they also are satisfied

of the population is extremely satisfied with the factorganization



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Q9) Employees agree with the Company's goals

The above question asked the respondents

clearly indicates that the majority of the population feels that the

goalswith 43.8% of the total population feeling

satisfied with the organization employees agree with the Company's

utterly dissatisfied and feels that the organizati

Q10) The organization values its people.


The chart clearly indicates that when it comes to valuing people this response is the most diverse one. As we can see,

31.3 % of the total population is extremely satisfied with the way the organization values its

and 12.5% of the total population respectively f

even trying to improve the same. Only 6.3 % of the population is neutral about the value given to the employees and

feels that there is a scope of improvement.

Employees agree with the Company's goals

asked the respondents if the organization employees agree with the Company's goals

clearly indicates that the majority of the population feels that the organization employees agree with the Company's

% of the total population feeling extremely satisfied with the same. 31.3% of the population is

mployees agree with the Company's goalswhereas, 6.3% of the population feels

and feels that the organization’semployeesdo not agree with the Company's goals

Q10) The organization values its people.

asked the respondents if the organization values its people, may it be blue collar or white collar

that when it comes to valuing people this response is the most diverse one. As we can see,

31.3 % of the total population is extremely satisfied with the way the organization values its people

and 12.5% of the total population respectively feels that their organization does not values its people and are not

Only 6.3 % of the population is neutral about the value given to the employees and


mployees agree with the Company's goals. The chart

mployees agree with the Company's

% of the population is

% of the population feels

agree with the Company's goals.

if the organization values its people, may it be blue collar or white collar.

that when it comes to valuing people this response is the most diverse one. As we can see,

people where as 18.8%

eels that their organization does not values its people and are not

Only 6.3 % of the population is neutral about the value given to the employees and



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Q11) The organization is dedicated towards diversity and inclusiveness


chart clearly indicates that when it comes to diversity and inclusiveness, m

response to it. As we can see, 37.5 % of the total population is extremely satisfied with the way the organization

treats the diversity and includes its people where as 12.5% of the total population feels that the

not doesn’t try to diversify the workplace and include people. 25 % of the population is neutral about the fact that

the organization is dedicated towards diversity and inclusiveness

Q12) Organization’s works positively impacts the employees in the organization


organization. The chart clearly indicates

majority of the respondents have a positive response to it. As we can see,

satisfied with the way the organization positively impacts the employees

that their organization does not positively impacts the employees

population is neutral about the fact that the organization

scope of improvement.

organization is dedicated towards diversity and inclusiveness

asked the respondents if the organizationis dedicated towards diversity and inclusiveness

that when it comes to diversity and inclusiveness, majority of the respondents have a positive


treats the diversity and includes its people where as 12.5% of the total population feels that the


dedicated towards diversity and inclusiveness feels that there is a scope of improvement.

rganization’s works positively impacts the employees in the organization

asked the respondents if the Organization’s works positively impacts the employees in the

. The chart clearly indicates that when it comes to positive impact of organization on employe

majority of the respondents have a positive response to it. As we can see, 43.8 % of the total population is extremely

positively impacts the employees, where as 6.3% of the tota

positively impacts the employees and are completely dissatisfied

fact that the organization positively impacts the employees, but

is dedicated towards diversity and inclusiveness. The

ajority of the respondents have a positive


treats the diversity and includes its people where as 12.5% of the total population feels that their organization does



Organization’s works positively impacts the employees in the

mpact of organization on employees,

% of the total population is extremely

% of the total population feels

and are completely dissatisfied. 31.3 % of the

, butfeels that there is a



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Q13) Company encourages entrepreneurial development opportunities


opportunities. The chart clearly indicates

opportunities, majority of the respondents have a positive response to it. As we can see, 31.3 % of the total

population is extremely satisfied with the way the organization

opportunities, where as 12.5% and 31.5% of the total population respectively feels that their organization does not

doesn’t try to encourages entrepreneurial development opportunities

fact that the organization encourages entrepreneurial development opportunities

improvement.

Q14) Innovation is a part of company’s cultural vision.


indicates that when it comes to innovation aligned to cultural vision, majority of the respondents have a positive

response to it. As we can see, 42.9 % of the total population is extremely satisfied with the way

of company’s cultural vision, 21.4 % of the population is neutral about the fact that the

company’s cultural vision but feels that there is a scope of improvement.

Innovation is a part of company’s cultural vision.

Q13) Company encourages entrepreneurial development opportunities

asked the respondents if the organizationencourages entrepreneurial development

. The chart clearly indicates that when it comes to diversity encouraging entrepreneurial development

, majority of the respondents have a positive response to it. As we can see, 31.3 % of the total

population is extremely satisfied with the way the organization encourages entrepreneurial devel

, where as 12.5% and 31.5% of the total population respectively feels that their organization does not

encourages entrepreneurial development opportunities. 12.5 % of the population is neutral about the

encourages entrepreneurial development opportunities but,feels that there is a scope of

Q14) Innovation is a part of company’s cultural vision.

asked the respondents if Innovation is a part of company’s cultural vision

that when it comes to innovation aligned to cultural vision, majority of the respondents have a positive

response to it. As we can see, 42.9 % of the total population is extremely satisfied with the way

% of the population is neutral about the fact that the Innovation is a pa

feels that there is a scope of improvement. The rest of the population are satisfied with

part of company’s cultural vision.

encourages entrepreneurial development

entrepreneurial development

, majority of the respondents have a positive response to it. As we can see, 31.3 % of the total

encourages entrepreneurial development

, where as 12.5% and 31.5% of the total population respectively feels that their organization does not

. 12.5 % of the population is neutral about the

but,feels that there is a scope of

al vision. The chart clearly

that when it comes to innovation aligned to cultural vision, majority of the respondents have a positive

response to it. As we can see, 42.9 % of the total population is extremely satisfied with the way Innovation is a part

Innovation is a part of

The rest of the population are satisfied with



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Q15) Organization allocates resources for training and development of entrepreneur


entrepreneur. The chart clearly indicates

of the respondents have a positive response to it. As we can see 50 % of the total population is extremely satisfied

with the training and development of e

the fact that the training and development of entrepreneur

improvement.

.

Q16) On given below scale how likely are you to

to the culture?

From the above chart it depicts that the

are you to recommend our organization to your friends an

total population marked their organization to be excellent to recommend. The chart depicts that 18.8% of the total

population would not recommend their organization in terms of culture as they feel it is poor

and feels that there can be few changes done to improve the same.

Q15) Organization allocates resources for training and development of entrepreneur

asked the respondents if Organization allocates resources for training and development of

The chart clearly indicates that when it comes to training and development of entrepreneur


training and development of entrepreneur in their organization, 18.8 % of the population is neutral about

training and development of entrepreneur is satisfactory but feels that there is a scope of

On given below scale how likely are you to recommend our organization to your friends and colleagues due

depicts that the majority of the respondents marked good i.e. 50% when asked how likely

are you to recommend our organization to your friends and colleagues due to the culture, whereas 12.5% of the


population would not recommend their organization in terms of culture as they feel it is poor and fair respectively

and feels that there can be few changes done to improve the same.

Organization allocates resources for training and development of

training and development of entrepreneur, majority


% of the population is neutral about

but feels that there is a scope of

recommend our organization to your friends and colleagues due

50% when asked how likely

eagues due to the culture, whereas 12.5% of the


and fair respectively



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Q17)On given below scale how likely are you to recommend our organization to your friends and colleagues due

to the Entrepreneurial Development Opportunities

From the above chart it depicts that the

when asked how likely are you to recommend our organization to your friends an

Entrepreneurial Development Opportunities

excellent to recommend. The chart depicts that

organization in terms of Entrepreneurial Development Opportunities

be few changes done to improve the same.


Entrepreneurial Development Opportunities?

From the above chart it depicts that the majority of the respondents marked good and fair i.e.

when asked how likely are you to recommend our organization to your friends and colleagues due to the

Opportunities, whereas 12.5% of the total population marked their organization to be

excellent to recommend. The chart depicts that 25% of the total population would not recommend their

Entrepreneurial Development Opportunities as they feel it is poor and feels that there can

be few changes done to improve the same.


i.e. 31.3% respectively

d colleagues due to the

, whereas 12.5% of the total population marked their organization to be

% of the total population would not recommend their

they feel it is poor and feels that there can



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Findings

According to the study conducted on the Cultural obstacles faced in Human resources for Development of

Entrepreneurs in Job Consulting Firm, New Delhi, we arrive at several of findings on basis of the survey

conducted. The study was aimed at analyzing the most important cultural and entrepreneurial factors

faced by employees in a job consulting firm in Delhi. The first and foremost included the age and

experience of the respondents through which we can come to a conclusion that from a total of 16

respondents surveyed most of the employees fall under the age and experience of 18-25 years and 1-5

year of experience respectively which concluded that the young and least experience participants are

more inquisitive to take part in the study.

The next few findings probe the respondents in a polite way to understand the obstacles the employees

face with regard to culture in their organization. The analysis of that proved that the employees feel that

the organization culture and people of the organization is the major cultural obstacle. Similarly, when

asked to the respondents which character or factor is the most important for entrepreneurship

development, the survey proves that education and training are the best for an organization in terms of

Entrepreneurship development.

The study elaborates the findings of respondents into various categories, through which we can

understand that the communication between departments and employees is satisfactorily healthy but

lacks prompt response from the department when communicated about urgent matters that needs to be

given priority. The Job consulting firm is indeed very supportive of cultural change but has a certain

stereotypical perceptions when it comes to improvement of certain aspects of their organization that

needs to be rectified. It cannot be denied that the organization does encourage their employees to make

suggestion for improvement but, implementation of the same comes as a challenge.

Respondents feel that the organization values its people but not all employees completely agree with the

company goals. Thejob consulting firm is not completely dedicated towards diversity and inclusiveness of

the employees which might clash with the belief of the employee’s values and the various diverse

religions they come from. The challenge that the firm majorly faces is the entrepreneurial development

opportunities which it discourages. Our study was conducted to understand if proper channel and

resources is provided to employees for entrepreneurship development, proving that there is no positive

impact on the employees when it comes to training and development. Innovation is a part of company’s

cultural value which helps us to analyze and view the firm differently.

On the whole, when the respondents were asked to rate their organization in terms of recommending it

to friends and colleagues, and with regard to cultural aspects and entrepreneurial development aligned

with Human resources, the respondents were generous enough to rate their job consulting firm as a good

place to work amongst others in the running. The respondents feel that their organization could improve

at certain places in terms of entrepreneurship development as it can be fruitful to budding entrepreneurs

to have resources and training schedules allocated for their growth opportunities.



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Suggestions

Entrepreneurship is more than just a trendy term. It entails drive and innovation that results in positive

change. Recognizing that employees have goals and dreams, and assisting them in realising those dreams,

benefits both the employee and the employer. Employees feel seen and heard, and thus more fulfilled,

while employers experience higher employee satisfaction and retention. When we conduct culture

assessments, we frequently discover that many mechanisms, processes, and activities related to

employees' work experiences play a role in how they feel. We also discovered that the employee's direct

manager has the greatest influence on the employee experience.

The Job consulting firm must communicate not only the values, but also the expected behaviors that go

along with each value. This helps employees understand what is expected of them, reducing uncertainty

and ensuring that everyone is on the same page about how things should be done at the company. The

manager's example is the most important way to communicate values. Values apply to everyone in the

organisation, not just frontline employees.

Diversity and inclusion training will provide your teams with a thorough understanding as well as practical

skills to ensure a more inclusive workforce. As important as gaining leadership support is, each individual

must recognize their own role in fortifying this culture. And it must start with education. So, whether it is

learning about privilege in the workplace, how to eliminate unconscious bias from interview panels, or

even the lived experiences of marginalized groups, all of this information is critical to the cause. When

possible, defer to colleagues, and always include in order to increase visibility. Everyone should be able to

bring their best selves to work and feel confident in their ability to contribute. Creating resource groups is

another important way to ensure that your employees' voices are heard.

Organizations must provide employees with the necessary information, tools, and support, as well as the

authority and power to make decisions. Leaders must set the tone, provide employees with the tools they

need to succeed, and then step back and let their employees do their jobs without micromanaging every

detail. It is critical to empower employees and foster trust. Employees can be engaged by ensuring they

understand how they can make a difference for the company, as this helps them feel connected to the

company's mission. Educate employees on the company's mission, annual goals, and various action

plans.Keep employees informed of company scores and progress toward goals, and include employees in

the development of company improvement plans.

When conducting focus groups with employees, we frequently discover that a common complaint is a lack

of communication. Use a variety of channels to convey your message and ensure that it is properly

reinforced. Remember that communication is two-way, so by asking questions, you can ensure that your

employees understood your message. By letting them know that what they do makes a difference,

recognition is one of the best ways to make your employees feel appreciated, reinforce positive habits,

retain your best talent, and drive engagement. Employees, on the other hand, are frequently

unappreciated. Because each employee is unique, recognition must be tailored to each individual.

Our analysis of these employees' attitudinal and behavioral differences suggests that organisations can

make several changes to more effectively foster entrepreneurial development.



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• Recognize and value the unique qualities that entrepreneurs bring to the organisation just as

much as you do line managers. Entrepreneurs, in a very real sense, hold the keys to the company's

long-term success.

• Allow entrepreneurs to experiment, and recognise that frequent trial and error is a necessary part

of the discovery process. Furthermore, experimentation should not be limited to new ventures

and R&D departments, but should be encouraged throughout the organization—great ideas can

emerge from the most unexpected places when given enough leeway.

• Assign entrepreneurs to your organization's most difficult and complex problems—problems that

have the potential to have a significant impact on its future.

• Encourage innovative and entrepreneurial behaviour by financially supporting projects while

acknowledging that some will fail.

• Ensure that roles are defined and that expectations are clear and unambiguous.

• Delegating authority and responsibility to entrepreneurs allows for greater decision-making

freedom and freedom from excessive oversight.

• Assist entrepreneurs in overcoming organisational challenges. They may be adept at navigating

such obstacles, but some systems and processes may need to be altered or rules bent on occasion

if the project is to have a meaningful chance of success.

• Provide training and professional development opportunities in critical areas of entrepreneurship,

such as navigating uncertainty and thinking creatively.

• Proactively seek out individuals who are entrepreneurial in nature.

Demonstrate to employees that you value them as individuals and are committed to improving your

company's organisational culture. Make yourself available to them and listen to their needs. When

listening, give your undivided attention and listen empathetically to understand where the employee is

coming from. Always show employees respect and appreciation for their efforts. Learn about your

employees' interests and concerns. Finally, when communicating with employees, be honest and open, as

this is an important factor in establishing trust.

Entrepreneurial development programs assist aspiring entrepreneurs in establishing their own businesses

that are suited to their skills and interests. Entrepreneurial development is a systematic and ongoing

process. The primary goal of the entrepreneurial programme is to influence and motivate potential

entrepreneurs to pursue entrepreneurship as a career. Training, education, and development can help

entrepreneurs grow. Entrepreneur development is the practice of instilling entrepreneurial skills for the

purpose of establishing and operating a business.

Entrepreneurial development prefers to improve an entrepreneur's skill and knowledge through training

and development. EDP is more than just a training programme; it is the process of –

1. Increasing potential entrepreneurs' motivation, knowledge, and skills.

2. Changing their entrepreneurial behaviour in their day-to-day operations.

3. Encouraging them to start their own businesses.



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Cross-Cultural Training Can Increase Organizational Productivity

Numerous studies conducted in the last five years have found that a lack of cross-cultural comprehension

can severely impede workplace productivity, particularly in areas such as global sourcing, assimilation, and

employee retention.

Benefits of implementing cross-cultural training in terms of productivity

Taking advantage of diversity: Culturally sensitive decision makers can see the potential in all employees,

regardless of their styles or skills.

People will discover things about themselves: Cross-cultural training increases self-awareness and causes

us to question our own mindsets and preconceptions about others. Self-learning allows us to learn about

others.

Trusted platforms: The more trust we can build across borders, the more authentic our relationships will

become. This allows for greater levels of collaboration and increases productivity in the workplace.

Unlocking creativity: Cross-cultural training approaches workplace problems from a very different

perspective than most traditional methods. People are more able to adopt this inquiring, open-

mindedness when dealing with other types of challenges after learning about the hidden factors behind

behaviors and expanding our range of creative strategies to deal with difference.

Reduce attrition: Cross-cultural training improves interpersonal skills and the ability of people to be

effective global leaders. Individuals who demonstrate effective cross-cultural communication skills are

much more likely to motivate others and lead with influence.

Limitations

There were several limitations to the current research. Although some hypotheses of the researcher and

answers to the questions posed by the general research have been statistically significant, future work

needs to be done to further the development of the cultural factor and entrepreneurship. The researcher

acknowledges that there are constraints and those factors which affect development must continue to be

examined in the context of cultural and entrepreneurial efforts, cultural and enterprise self-efficacy,

entrepreneurship, cultural expectations and goal-oriented activity.

The composition and refinement of measurement scales on a survey tool were part of this research. The

first administration of the questionnaire was this research. Additional use of the device is necessary if

psychometric properties of the refined products and measuring scales are to be further evaluated. Future

studies will gain a greater insight into the reliability and validity of this measuring instrument through

expanded administration.

Data was collected from Delhi's employees in a single company with a small number of participants. Data

were collected. This sample produced useful results for the study, but other members from other

employment consulting firms would make it possible to generalize more broadly. The study has taken a

sample taken by professional contacts from a pool of existing staff. A larger number of existing employees

together with a random of individuals can be included in the group of non-entrepreneurs for this sample

of convenience.



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This study would provide a more diverse sample of conclusions and comparisons. The sample could also

improve the geographical diversity, as most of the participants were drawn from one part of the country.

Like every other systematic literature review, this study has certain limitations. We have developed a

research question as well as inclusion and exclusion criteria to avoid being biassed in the selection

process. This can lead to the exclusion of certain relevant documents as a result of non-compliance. In

addition to this, we limited the literature to lectures and peer reviews that could leave out some useful

research. The inclusion of additional geographical locations would improve the study's perspectives and

experiences.

The instrument employed has been modified based on prior research and required reliability and validity

analysis, in addition to limitations on the samples used during the three studies covered by present

research. Through this survey, this study attempted to develop the tool and measurement scales. A

further assessment of its use in measuring entrepreneurial development is necessary for the future

application of this tool.

Conclusion

The study conducted on the Job Consulting firm suggests that culture is based on a set of strongly held

and widely shared beliefs that are supported by strategy and structure. Three things happen when an

organisation has a strong culture: Employees understand how top management expects them to respond

to any situation, they believe that the expected response is the correct one, and they understand that

they will be rewarded for demonstrating the organization's values.Employers play an important role in

sustaining a strong culture, beginning with recruiting and selecting applicants who share the organization's

beliefs and thrive in that culture, developing orientation, training, and performance management

programs that outline and reinforce the organization's core values, and ensuring that appropriate rewards

and recognition are given to employees who truly embody the culture.

Culture is a hazy concept that is frequently an undefined aspect of an organisation. Although there is a

large body of academic literature on the subject of organisational culture, there is no universally accepted

definition of culture. Instead, the literature expresses a variety of perspectives on what organisational

culture is.Allowing employees free time to develop their ideas and create new products and/or services

can be the key to a company's ability to grow, be innovative, and strengthen employee engagement.

Intrapreneurship has been promoted in recent years as one of the best ways to drive innovation within a

company. Intrapreneurship is a company-supported entrepreneurial behaviour that allows collaborators

to develop their own projects, regardless of their job, whether they have an independent business model

or development is integrated into the company. To drive this, an intrapreneurship programme involving

the entire company and managed by directors or line managers is required, as they will be the ones

motivating employees to develop their ideas.

As suggested for improvisation, the Job consulting firm must start by informing all members of the

organisation that they can participate in the programme, that if they have an innovative idea, they can

implement it, and that it doesn't matter how old they are or how long they have been with the

organization—intrapreneurship is ageless. You can call a general meeting or invite the leaders of each

business unit to present a solution to a problem they are facing, whether they do so in groups or

individually. You can even set up innovation hubs where people can exchange ideas.



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It is critical to give them free time without allocating hours or days; they can develop their day-to-day

work while working on the new project. Set space for innovation development within the company, if

required, and provide the infrastructure and tools required. In addition, they can assign mentors to lead

entrepreneurs the best way, because the potential of their projects cannot always be understood or

seen.In the same way, a culture of failure needs to be established. Even if the idea is great, it could not

work, or obstacles are encountered on the way when trying to make it happen. In such a case, you have to

prepare the employee for possible failures and make him understand that if the outcome is unsatisfactory,

it will not mean that "it's useless."

Corporate culture can manifest in a variety of ways, including leadership, communication styles, internal

messaging and corporate celebrations. Given that culture has so many elements, it is not surprising that

there are wide variations in terms to describe particular cultures. Some common terms for the cultural

description include aggressive, customer-oriented, innovative, fun, ethical, research-based, technology-

led, process-based, hierarchical, family-friendly and risk-taking terms.

Research shows that national culture affects employees more than their organization's culture. The

national cultural values in the nations in which this organisation operates should be understood by

organisational leaders so that management and company practices in those countries are appropriate and

effective. The implementation of organisational culture management initiatives in global enterprises

should consider national cultural differences.This business development process helps new companies to

achieve their goals better, improve business and the economy of the nation. Another key factor is the

ability to manage, develop and build a business company that takes the risks related to it into account.

Simply put, the development of entrepreneurship is about supporting entrepreneurs with training and

coaching courses in their skills. They are encouraged for all business activities to be better judged and to

make a sensible choice.To finally conclude, managers have to be able to respond to nuances in

communication styles and to meet various expectations of their organization’s culture so that the

employees feel safe and secure and feel that they are working in the best suited environment that

provides them with most enhanced cultural and entrepreneurship development opportunities to strive

amongst the ever growing global economy.

BIBLIOGRAPHY

Berson, Y., Erez, M. and Adler, S. (2004), “Reflections of organisational identity and National Culture on Managerial

Roles in Corporations”, Academy of Management Best Papers Proceedings, (IM: Q1-Q6).

Bhaskara, Y. and Sarma, J.V.S. (2008), “Knowledge Management for Competitive Advantage in the Steel Industry”,

Proceedings from the Second International Conference on Technology and Innovation for Knowledge Management,

Published by the Asian Productivity Organization.

Biddle, B. J. (1979), Role theory: Expectations, identities, and behaviours, New York: Academic Press.

Bradley, F. (1991), International marketing management strategy, New York, Prentice Hall.

Buckley, P. and Carter, M. (1999), “Managing cross-border complementary knowledge”, International Studies of

Management and Organization, Vol. 29 No. 1, pp. 80-104.



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Chase, R. (2008), “Global Knowledge Management Trends”. Proceedings from the Second International Conference

on Technology and Innovation for Knowledge Management, Published by the Asian Productivity Organization.

Cummings, J. (2003), “Knowledge Sharing: A Review of the Literature”. Washington, DC: The World Bank

Davenport, T. and Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know. Harvard

Business School Press, Boston, MA.

Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and HumanDecision Processes, 50(2), 179–

211.

Aldrich, H.E., & Cliff, J. E. (2003). The pervasive effects of family on entrepreneurship:Toward a family embeddedness

perspective. Journal of Business Venturing,18(5), 573–596.

Ardichvili, A., Cardozo, R., & Ray, S. (2003). A theory of entrepreneurial opportunityidentification and development.

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Asteboro, T., Bazzazian, N., & Braguinsky, S. (2012). Start-ups by recent universitygraduates and their faculty:

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APPENDIX

Research Questionnaire

Type of questions used in Questionnaire

• Closed ended questions

• Likert scale



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Purpose

This survey is intended to gather confidential feedback on your company/department culture,

entrepreneurial development in terms of human resources, communication channels, and

day-to-day working environment for cultural survey. It should take about 20 minutes to

complete this survey.

Confidentiality

Yourresponsestothissurveywillbekeptcompletelyanonymous.

Please do not sign your name.

Age:

Experience in years:

TICK MARK YOUR MOST PREFERRED CHOICE.

Which one of the following is a cultural obstacle in your organization according to you?

People Leadership Compensation Organization culture Policies

Which factor do you think is best for your organization in terms of Entrepreneurship Development?

Human Capital and workforce Culture in organizationEducation and Training



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Please rate the following information on a scale of 1 to 5, with 5 being “strongly agree” and 1 being

“strongly disagree”.

Communicationbetweendepartmentsisveryopen.

1 2 3 4 5

Communicationchannelsareveryopenhereamongemployees.

1 2 3 4 5

Thisorganizationisverysupportiveofcultural change.

1 2 3 4 5

Most people in this organization are encouraged to make suggestions forimprovement.

1 2 3 4 5

EmployeesagreewiththeCompany'sgoals.

1 2 3 4 5

TheOrganizationvaluesitspeople.

1 2 3 4 5

Organization is dedicated towards diversity and inclusiveness

1 2 3 4 5

Organization’s work positively impacts the employees in the organization?

1 2 3 4 5

Company encourages entrepreneurial development opportunities

1 2 3 4 5

How would you rate your organization’s support in training budding entrepreneurs?

1 2 3 4 5



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Innovation is a part of company’s cultural vision

1 2 3 4 5

Organization motivatessocialization and transparent interaction between all hierarchies

1 2 3 4 5

On given below scale how likely are you to recommend our organization to your friends and colleagues due to the

culture?

Excellent Good Fair Poor Worst

On given below scale how likely are you to recommend our organization to your friends and colleagues due to

Entrepreneurial Development Opportunities?

Excellent Good Fair Poor Worst

Thank you for your time



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